A large part of existing literature on ERP implementation is based on the theories of fit between firm properties and IT prerequisites in terms of process integration. Among these properties, cultural conflicts perceived by users can be considered as the main constraining mis- alignment because referring to the persons' values as the underlying ones is induced by the ERP to be implemented. However, little research has been done about the way those cultural mis-fits can be managed. In this perspective, this article uses the "cultural intelligence" concept as theoretical lens and relates the results provided by a qualitative research done in a Thai corporation. The interviews conducted with the ERP project managers illustrate how they used some of the Buddhist principles to force employees to accept changes involved.